Suchergebnisse

Purpose and Originality: ICT usage in management processes became inseparable part of both private and public organizations' practice. E-leadership concept is quite new in public administration area. The purpose of this research was to explain main theoretical and practical presumptions for the e-leadership in the local self-government organizations in Lithuania. The value and the originality of the research are achieved by revealing theoretical elements of this concept in the local self-government (based on the Good Governance approach) and giving some evidences of e-leadership practical implications in Lithuanian municipalities. Method: The research is based on the theoretical approach of Good Governance, which explains the need of better management in public administration organizations. Scientific methods such as the content analysis of scientific literature, presenting theoretical presumptions for e-leadership in local self-government in Lithuanian researches, as well as PEST analysis (the document analysis) of Lithuanian municipalities' practice are used. Results: Theoretical insights about e-leadership in local self-government organizations in Lithuania are still missing the deeper understanding of this phenomenon; however, the practical presumptions (the legal basis, social readiness and technological instruments) were founded to be created strong and having the potential to grow. Therefore it can be stated that Lithuanian municipalities already using ICT for their daily activity are ready for the implementation of e-leadership tools, but they still need more clear vision (and guidelines) for strengthening e-leadership as an organizational practice. Society: Results of this research are important for researchers of Lithuanian public administration, especially interested in local self-government looking for new directions for future researches. Moreover, they can be used by practitioners in municipalities understanding the value of ICT usage for management and leadership processes. Limitations / further research: The research is the first phase of wider ongoing international research.

Scholarly literature analysis has been carried out to theoretically substantiate the interaction between public administration and public policy and highlight changes in the public administration paradigm. In the paper, a discourse is viewed as a wide presentation of public administration ideas. Since a discourse is not an isolated phenomenon, everything that has been noted, emphasized, expressed, summarized and is related to public administration is considered to be part of public administration discourse. Drawing on theoretical insights the paper deals with public administration discourse in the programs of the Lithuanian political parties: the Labour Party, the Social Democratic Party of Lithuania, the Homeland Union – Lithuanian Christian Democrats, the Order and Justice Party and the Lithuanian Liberal Movement. Analysis of the content of the programs of the selected political parties has been carried out, its results have been evaluated and the main public administration paradigms in the programs of the political parties have been determined.

Scholarly literature analysis has been carried out to theoretically substantiate the interaction between public administration and public policy and highlight changes in the public administration paradigm. In the paper, a discourse is viewed as a wide presentation of public administration ideas. Since a discourse is not an isolated phenomenon, everything that has been noted, emphasized, expressed, summarized and is related to public administration is considered to be part of public administration discourse. Drawing on theoretical insights the paper deals with public administration discourse in the programs of the Lithuanian political parties: the Labour Party, the Social Democratic Party of Lithuania, the Homeland Union – Lithuanian Christian Democrats, the Order and Justice Party and the Lithuanian Liberal Movement. Analysis of the content of the programs of the selected political parties has been carried out, its results have been evaluated and the main public administration paradigms in the programs of the political parties have been determined.

Ligšioliniuose moksliniuose tyrimuose informacinių komunikacinių technologijų (IKT) naudojimas vietos savivaldos lygmeniu dažniausiai siejamas su procesais, vykstančiais tarp organizacijos ir piliečių, t. y. elektroninėmis paslaugomis ir jų teikimu. E. vadovavimo kaip e. valdžios dimensijos tyrimai, orientuoti į vidinius viešojo administravimo organizacijų veiklos procesus naudojant IKT, iki šiol sulaukė mažiau dėmesio. Ypatingai retai tyrinėtas e. vadovavimas vietos savivaldos kontekste. Nepaisant pirmųjų studijų šia tema, sisteminės e. vadovavimo koncepcijos bei praktikos savivaldybių administracijose analizės, kuri atskleistų, kaip IKT paveikia vadovavimo procesus savivaldybėse, pasigendama tiek Lietuvoje, tiek ir užsienyje. Šiame tyrime gvildenamas klausimas, kaip e. vadovavimas yra susijęs su e. valdžia, kokie yra e. vadovavimo vietos savivaldoje ypatumai, į kuriuos turėtų būti atsižvelgiama svarstant vadovavimo darbuotojams klausimus skaitmenizuojant vietos savivaldą. Tyrime, kuris remiasi mokslinės literatūros šaltinių analize, pažymima, kad skyrium nuo kitų e. valdžios dimensijų, kurios nukreiptos į išorę, t. y. į santykius su piliečiais, teikiant jiems e. paslaugas ar bendrą informaciją, įtraukiant juos į viešojo administravimo organizacijų procesus, e. vadovavimas atspindi e. valdžios dimensiją, nukreiptą į vidinius administracijos procesus, t. y. žmogiškųjų išteklių viešajame sektoriuje valdymą, kai vyksta vadovavimo skaitmenizacijos procesai. COVID-19 pandemijos laikotarpiu padidėjo e. vadovavimo reikšmė viešojo sektoriaus institucijoms. Mokslinės literatūros analizė leidžia daryti išvadą, kad e. vadovavimas vietos savivaldoje reikalauja naujų įgūdžių iš savivaldybių administracijos vadovų, efektyviai naudojant naujus komunikacijos kanalus ir platformas bei suvaldant psichologinius darbuotojams kilusius sunkumus dėl nuotolinio skaitmeninio darbo sąlygotos darbuotojų atskirties. Vietos savivaldos kontekstas betgi reikalauja, kad e. vadovavime toliau būtų prisiderinta prie institucinės aplinkos, susijusios su nacionalinės įstatyminės bazės suponuotomis galimybėmis, institucine sąranga (politiniu-administraciniu dualumu), viešojo administravimo paskirtimi operatyviai atliepti piliečių lūkesčius, užtikrinant veiksmingą organizacijų veiklą, bei ribotais organizaciniais ištekliais.

E-government refers to the use of information and communication technologies (ICT) to improve functions and processes of the government and it is one of the most frequently researched topics. In current research, the use of ICT at the local self-government level is mostly associated with processes that take place between the organization and the citizens, i. e. e-services. Internal processes of public administration organizations, like administering and leading employees using ICT, have been insufficiently taken into account. However, it has so far received less attention, especially in the context of local self-government. Although first studies on this topic already exist in Lithuania, the systematic analysis of e-leadership concept and practice in municipal administrations is still lacking both in Lithuania and abroad. This study examines how e-leadership refers to e-government and what are features of e-leadership at local self-government that should be taken into account when considering leadership issues in the context of digitization at local self-government. The study has revealed that previous e-government dimensions are usually directed outwards, i. e. to the relations with citizens by providing them with e-services or general information, by participating them into the processes of public administration organizations. In difference to that, e-leadership represents a dimension of e-government that focuses on internal processes, i. e. human resource management in the public sector when digitalisation is taking place. During the COVID-19 pandemic period e-leadership has become an integral part of public sector institutions, including local self-government. E-leadership at local self-government has already required and still requires new skills from municipal leaders and managers to ensure organizational processes, to move quickly and efficiently to new channels and platforms of communication, to adapt to new political, social and technological environments, to learn how to allocate more autonomy, responsibility and freedom to employees, and to manage the emotional and psychological difficulties of employees. The peculiarities of e-leadership at local self-government result from the national legal framework, the institutional structure (based on the political-administrative duality), the purpose of public administration to promptly respond to local citizens' expectations, and the pursuit of efficiency using limited organizational resources.

This chapter reveals the relevance and novelty of a new approach to the ethics management of local government institutions - municipalities in the context of their modernisation. The ethics of local government representatives become the essential requirement and interest of civil society in the context of New Public Governance theories. At present, there is an increasing significant relationship between the state, local government institutions and civil society. Local governments are particularly oriented towards efficient public service which are not separable from their operation to methods and results, as well as their connections with society. Thus, measures of ethics management in municipalities are usually supplemented by special initiatives of civil society organisations, and representatives of civil society are becoming members of ethics management structures and activities. There emerges a scientific problem - what model of ethics management in municipalities could meet the expectations of civil society and follow the trends of local government modernisation? The aim of this chapter is to represent the model of ethics management in municipalities in the context of local government modernisation. For the purpose of implementation, the following objectives were used: (1) conceptualising the ethics management in public administration organisations; (2) identifying the main ethics management dimensions in the context of local government modernisation; (3) explaining the practice of ethics management that is relevant for Lithuanian municipalities; and (4) representing the empirical model of ethics management in Lithuanian municipalities. The object of this chapter is the model of ethics management, and the subject is the model of ethics management in municipalities.

This chapter reveals the relevance and novelty of a new approach to the ethics management of local government institutions - municipalities in the context of their modernisation. The ethics of local government representatives become the essential requirement and interest of civil society in the context of New Public Governance theories. At present, there is an increasing significant relationship between the state, local government institutions and civil society. Local governments are particularly oriented towards efficient public service which are not separable from their operation to methods and results, as well as their connections with society. Thus, measures of ethics management in municipalities are usually supplemented by special initiatives of civil society organisations, and representatives of civil society are becoming members of ethics management structures and activities. There emerges a scientific problem - what model of ethics management in municipalities could meet the expectations of civil society and follow the trends of local government modernisation? The aim of this chapter is to represent the model of ethics management in municipalities in the context of local government modernisation. For the purpose of implementation, the following objectives were used: (1) conceptualising the ethics management in public administration organisations; (2) identifying the main ethics management dimensions in the context of local government modernisation; (3) explaining the practice of ethics management that is relevant for Lithuanian municipalities; and (4) representing the empirical model of ethics management in Lithuanian municipalities. The object of this chapter is the model of ethics management, and the subject is the model of ethics management in municipalities.

Seeking good governance at local self-government, ethics management is a significant function in a public administration organization, in line with transparency, accountability, responsibility, openness and efficiency. Leadership is a key factor in driving organization towards ethical culture. Given this fact, the aim of this article is to disclose the role of leaders of the municipality in the formation and implementation of the integral ethics management system. The integral system of ethics management in the municipality is measured through the ethics management measures, processes and structures from the perspective of leaders at the political and administrative level, taking Lithuania as a case for the study. Quantitative research in the form of a structured and standardized questionnaire was used. Research sample includes 274 respondents from Lithuanian municipalities. The findings of the research show that the political leader– the mayor of the municipality– is more symbolic one, more as supporter of the ethics management in a municipality, while the administrative leader – the director of the administration (head of the division) – is considered as the main figure in ethics management processes, as well the initiator and the personal example of ethical behavior.

Seeking good governance at local self-government, ethics management is a significant function in a public administration organization, in line with transparency, accountability, responsibility, openness and efficiency. Leadership is a key factor in driving organization towards ethical culture. Given this fact, the aim of this article is to disclose the role of leaders of the municipality in the formation and implementation of the integral ethics management system. The integral system of ethics management in the municipality is measured through the ethics management measures, processes and structures from the perspective of leaders at the political and administrative level, taking Lithuania as a case for the study. Quantitative research in the form of a structured and standardized questionnaire was used. Research sample includes 274 respondents from Lithuanian municipalities. The findings of the research show that the political leader– the mayor of the municipality– is more symbolic one, more as supporter of the ethics management in a municipality, while the administrative leader – the director of the administration (head of the division) – is considered as the main figure in ethics management processes, as well the initiator and the personal example of ethical behavior.

E-leadership (i.e., remotely leading employees) has become a new normal in the public sector during the pandemic. However, practices of e-leadership differ due to legal, national and even organisational conditions. A deeper analysis is needed to understand what has happened with leadership practices in municipalities after the COVID-19 pandemic. The aim of the article is to reveal the main challenges of e-leadership in the post-pandemic municipal administrations and to identify e-leaders' approaches (how they should act) in this context. A qualitative method of online focus groups was used to analyze specifics of the post-pandemic e-leadership in municipal administrations. The research was conducted in Lithuanian, Latvian and German municipal administrations. It was revealed that the use of remote work and e-leadership in municipal administrations after the pandemic heavily depends on the attitudes of supervisors toward work productivity. In addition, ensuring effective digital communication as well as managing social contacts and maintaining team spirit become challenges for e-leadership in municipalities after the pandemic also when remote work is reduced.